Summary

Steve Robbins' Self-Assessment Library (S.A.L.) is a unique learning tool that allows you to assess your knowledge, beliefs, feelings, and actions in regard to a wide range of personal skills, abilities, and interests. Automatically graded self-scoring exercises generate immediate, individual analysis that allows you to compare your results to those of others taking the assessment, This single volume of fifty research-based instruments is organized into three parts-What About Me? Working with Others, and Life in Organizations-and offers you one source from which to learn more about yourself. Following are some examples of assessments included in S.A.L., 3.0.: What's My Basic Personality? What Are My Attitudes Toward Workplace Diversity? What's My Decision-Making Style? What's My Emotional Intelligence Score? Do I Trust Others? What's My Negotiating Style? Am I Experiencing Work-Family Conflict? What Motivates Me? NEW FEATURES additional research-based instruments are included in S.A.L. 3.0. New save feature allows students to easily create an assessment portfolio. When taking the self-assessments online, students can view their own results instantly, and also see how their results compare to their class and to students around the world. Instructors can access view them both textually and graphically, and compare their class to students around the world. A completely revamped Instructor's Manual guides instructors in interpreting students' results-facilitating class discussions of results.

Table of Contents

Preface

xvii

Part I PROLOGUE

1

(16)

Introduction to Organizational Behavior

1

(16)

The Field of Organizational Behavior

2

(3)

Definition

2

(1)

Contributing Disciplines

3

(2)

Goals of Organizational Behavior

5

(1)

Explanation

5

(1)

Prediction

5

(1)

Control

5

(1)

Challenges and Opportunities for OB: A Managerial Perspective

6

(9)

Responding to Globalization

6

(1)

Managing Workforce Diversity

7

(2)

Improving Quality and Productivity

9

(1)

Improving People Skills

10

(1)

Improving Customer Service

11

(1)

Empowering People

11

(1)

Working in Networked Organizations

12

(1)

Stimulating Innovation and Change

12

(1)

Coping with ``Temporariness''

13

(1)

Helping Employees Balance Work/Life Conflicts

13

(1)

Declining Employee Loyalty

14

(1)

Improving Ethical Behavior

14

(1)

The Plan of This Book

15

(2)

Part II THE INDIVIDUAL IN THE ORGANIZATION

17

(84)

Foundations of Individual Behavior

17

(17)

Values

17

(7)

Types of Values

18

(2)

Values, Loyalty, and Ethical Behavior

20

(1)

Values Across Cultures

21

(3)

Attitudes

24

(3)

Job Satisfaction

24

(1)

Reducing Dissonance

25

(2)

The Attitude/Behavior Relationship

27

(1)

Perception

27

(3)

Factors Influencing Perception

28

(1)

Attribution Theory

28

(1)

Shortcuts to Judging Others

29

(1)

Learning

30

(1)

Implications for Managers

31

(3)

Personality and Emotions

34

(13)

Personality

34

(6)

The Myers-Briggs Type Indicator

35

(1)

The Big-Five Model

35

(1)

Other Key Personality Attributes

36

(2)

Personality and National Culture

38

(1)

Matching Personalities and Jobs

39

(1)

Emotions

40

(6)

What Are Emotions?

41

(1)

Felt Versus Displayed Emotions

42

(1)

The Six Universal Emotions

42

(1)

Gender and Emotions

43

(1)

Emotions and National Culture

43

(1)

OB Applications

44

(2)

Implications for Managers

46

(1)

Basic Motivation Concepts

47

(16)

What Is Motivation?

48

(1)

Early Theories of Motivation

48

(4)

Hierarchy of Needs Theory

48

(2)

Theory X and Theory Y

50

(1)

Two-Factor Theory

50

(2)

Contemporary Theories of Motivation

52

(9)

McClelland's Theory of Needs

52

(1)

Goal-Setting Theory

53

(2)

Reinforcement Theory

55

(1)

Job Design Theory

55

(3)

Equity Theory

58

(2)

Expectancy Theory

60

(1)

Don't Forget: Motivation Theories Are Culture-Bound!

61

(1)

Implications for Managers

62

(1)

Motivation: From Concepts to Applications

63

(21)

Management by Objectives

64

(2)

What Is MBO?

64

(1)

Linking MBO and Goal-Setting Theory

65

(1)

MBO in Practice

65

(1)

Behavior Modification

66

(2)

What Is OB Mod?

66

(2)

Linking OB Mod and Reinforcement Theory

68

(1)

OB Mod in Practice

68

(1)

Employee Recognition Programs

68

(2)

What Are Employee Recognition Programs?

69

(1)

Linking Recognition Programs and Reinforcement Theory

69

(1)

Employee Recognition Programs in Practice

69

(1)

Employee Involvement Programs

70

(3)

What Is Employee Involvement?

70

(1)

Examples of Employee Involvement Programs

70

(2)

Linking Employee Involvement Programs and Motivation Theories

72

(1)

Employee Involvement Programs in Practice

72

(1)

Job Redesign and Scheduling Programs

73

(6)

What Is Job Redesign and Scheduling?

73

(5)

Linking Job Redesign and Scheduling to Motivation Theories

78

(1)

Job Redesign and Scheduling in Practice

78

(1)

Variable-Pay Programs

79

(2)

What Are Variable-Pay Programs?

79

(1)

Linking Variable-Pay Programs and Expectancy Theory

80

(1)

Variable-Pay Programs in Practice

81

(1)

Skill-Based Pay Plans

81

(2)

What Are Skill-Based Pay Plans?

81

(1)

Linking Skill-Based Pay Plans to Motivation Theories

82

(1)

Skill-Based Pay in Practice

82

(1)

A Final Thought: Motivating the Diversified Workforce

83

(1)

Implications for Managers

83

(1)

Individual Decision Making

84

(17)

How Should Decisions Be Made?

85

(3)

The Rational Decision-Making Process

85

(1)

Improving Creativity in Decision Making

86

(2)

How Decisions Are Actually Made in Organizations

88

(11)

Bounded Rationality

88

(1)

Common Biases and Errors

89

(3)

Intuition

92

(1)

Individual Differences

93

(4)

Organizational Constraints

97

(1)

Cultural Differences

98

(1)

Ethics in Decision Making

99

(1)

Implications for Managers

100

(1)

Part III GROUPS IN THE ORGANIZATION

101

(109)

Foundations of Group Behavior

101

(18)

Defining and Classifying Groups

101

(1)

Basic Group Concepts

102

(10)

Roles

103

(1)

Norms

104

(3)

Status

107

(2)

Cohesiveness

109

(1)

Size

110

(1)

Composition

111

(1)

Group Decision Making

112

(4)

The Individual Versus the Group

113

(1)

Groupthink and Groupshift

113

(2)

Selecting the Best Group Decision-Making Technique

115

(1)

Implications for Managers

116

(3)

Understanding Work Teams

119

(17)

Why Have Teams Become So Popular?

120

(1)

Teams Versus Groups: What's the Difference?

120

(1)

Types of Teams

121

(4)

Problem-Solving Teams

122

(1)

Self-Managed Work Teams

122

(1)

Cross-Functional Teams

123

(1)

Virtual Teams

124

(1)

Creating Effective Teams

125

(5)

Context

126

(1)

Composition

127

(2)

Work Design

129

(1)

Process

129

(1)

Turning Individuals into Team Players

130

(3)

The Challenge

131

(1)

Shaping Team Players

131

(1)

The Ethics of Forced Team Participation

132

(1)

Teams and Quality Management

133

(1)

Beware! Teams Aren't Always the Answer

134

(1)

Implications for Managers

134

(2)

Communication

136

(20)

Functions of Communication

137

(1)

The Communication Process

137

(1)

Direction of Communication

138

(1)

Downward

138

(1)

Upward

139

(1)

Lateral

139

(1)

Interpersonal Communication

139

(3)

Oral Communication

139

(1)

Written Communication

140

(1)

Nonverbal Communication

140

(2)

Organizational Communication

142

(6)

Formal Small-Group Networks

142

(1)

The Grapevine

142

(2)

Computer-Aided Communication

144

(3)

Knowledge Management

147

(1)

Barriers to Effective Communication

148

(2)

Filtering

148

(1)

Selective Perception

149

(1)

Information Overload

149

(1)

Gender Styles

149

(1)

Emotions

149

(1)

Language

150

(1)

Cross-Cultural Communication

150

(2)

Cultural Context

150

(1)

A Cultural Guide

151

(1)

Ethics in Communication: Is It Wrong To Tell a Lie?

152

(1)

Implications for Managers

152

(4)

Leadership and Creating Trust

156

(20)

What Is Leadership?

156

(1)

Trait Theories

157

(1)

Behavioral Theories

158

(3)

Ohio State Studies

158

(1)

University of Michigan Studies

159

(1)

The Managerial Grid

159

(1)

Summary of Behavioral Theories

160

(1)

Contingency Theories

161

(5)

The Fiedler Model

161

(2)

Leader-Member Exchange Theory

163

(1)

Path-Goal Theory

163

(2)

Leader-Participation Model

165

(1)

Charismatic Leadership

166

(2)

What Is Charismatic Leadership?

166

(1)

How Charismatic Leaders Influence Followers

167

(1)

The Case For and Against Charismatic Leadership

167

(1)

Contemporary Issues in Leadership

168

(2)

Emotional Intelligence and Leadership Effectiveness

169

(1)

Ethical Leadership

169

(1)

Cross-Cultural Leadership

170

(1)

Is Leadership Always Relevant?

170

(1)

Trust and Leadership

171

(4)

What Is Trust?

171

(1)

Linking Trust to Leadership

172

(1)

Three Types of Trust

173

(1)

How Do You Build Trust?

174

(1)

Implications for Managers

175

(1)

Power and Politics

176

(17)

A Definition of Power

176

(1)

Contrasting Leadership and Power

177

(1)

Bases of Power

177

(2)

Formal Power

177

(1)

Personal Power

178

(1)

Dependency: The Key to Power

179

(2)

The General Dependency Postulate

179

(1)

What Creates Dependency?

180

(1)

Power in Groups: Coalitions

181

(1)

Sexual Harassment: Unequal Power in the Workplace

182

(1)

Politics: Power in Action

183

(8)

A Definition of Political Behavior

183

(1)

The Importance of a Political Perspective

184

(1)

Factors Contributing to Political Behavior

184

(2)

How Do People Respond to Organizational Politics?

186

(3)

Impression Management

189

(1)

The Ethics of Behaving Politically

190

(1)

Implications for Managers

191

(2)

Conflict and Negotiation

193

(17)

A Definition of Conflict

193

(1)

Transitions in Conflict Thought

194

(1)

The Traditional View

194

(1)

The Human Relations View

194

(1)

The Interactionist View

195

(1)

Functional Versus Dysfunctional Conflict

195

(1)

The Conflict Process

195

(7)

Stage I: Potential Opposition

195

(2)

Stage II: Cognition and Personalization

197

(1)

Stage III: Behavior

198

(1)

Stage IV: Outcomes

199

(2)

Creating Functional Conflict

201

(1)

Negotiation

202

(6)

Bargaining Strategies

202

(2)

Issues in Negotiation

204

(3)

The Ethics of Lying and Deceiving in Negotiations

207

(1)

Implications for Managers

208

(2)

Part IV THE ORGANIZATION SYSTEM

210

(73)

Foundations of Organization Structure

210

(19)

What Is Organization Structure?

211

(6)

Work Specialization

211

(2)

Departmentalization

213

(1)

Chain of Command

214

(1)

Span of Control

215

(1)

Centralization and Decentralization

216

(1)

Formalization

216

(1)

Common Organizational Designs

217

(3)

The Simple Structure

217

(1)

The Bureaucracy

218

(1)

The Matrix Structure

218

(2)

New Options

220

(4)

The Team Structure

220

(1)

The Virtual Organization

221

(1)

The Boundaryless Organization

222

(2)

Why Do Structures Differ?

224

(2)

Strategy

224

(1)

Organization Size

225

(1)

Technology

225

(1)

Environmental Uncertainty

226

(1)

Organization Structure and Employee Behavior

226

(2)

Implications for Managers

228

(1)

Organizational Culture

229

(18)

Defining Organizational Culture

230

(2)

Culture Is a Descriptive Term

230

(1)

Do Organizations Have Uniform Cultures?

231

(1)

Strong Versus Weak Cultures

231

(1)

What Does Culture Do?

232

(1)

Culture's Functions

232

(1)

Culture as a Liability

232

(1)

Creating and Sustaining Culture

233

(4)

How a Culture Begins

233

(1)

Keeping a Culture Alive

233

(4)

Summary: How Cultures Form

237

(1)

How Employees Learn Culture

237

(2)

Stories

237

(1)

Rituals

238

(1)

Material Symbols

238

(1)

Language

238

(1)

Managing Cultural Change

239

(1)

Creating an Ethical Organizational Culture

240

(1)

Creating a Customer-Responsive Culture

241

(1)

Key Variables Shaping Customer-Responsive Cultures

241

(1)

Managerial Action

242

(1)

Spirituality and Organizational Culture

242

(3)

What Is Spirituality?

243

(1)

Why Spirituality Now?

243

(1)

Characteristics of a Spiritual Organization

243

(1)

Criticisms of Spirituality

244

(1)

Organizational Culture Versus National Culture

245

(1)

Organizational Culture and the Paradox of Diversity

245

(1)

Implications for Managers

246

(1)

Human Resource Policies and Practices

247

(17)

Employee Selection

247

(3)

Interviews

248

(1)

Written Tests

249

(1)

Performance-Simulation Tests

249

(1)

Training and Development Programs

250

(4)

Types of Training

250

(2)

Training Methods

252

(1)

Career Development

253

(1)

Performance Appraisal

254

(9)

Performance Appraisal and Motivation

254

(1)

What Do We Evaluate?

255

(1)

Who Should Do the Evaluating?

256

(2)

Performance-Appraisal Methods

258

(1)

Suggestions for Improving Performance Appraisals

259

(2)

Don't Forget Performance Feedback!

261

(1)

What About Team-Performance Appraisals?

262

(1)

Performance Appraisal in a Global Context

262

(1)

Implications for Managers

263

(1)

Organizational Change and Development

264

(19)

Forces for Change

265

(1)

Change Agents

266

(1)

Two Views of Change

267

(2)

The ``Calm Waters'' Simile

267

(1)

The ``White-Water Rapids'' Simile

268

(1)

Putting the Two Views in Perspective

268

(1)

Resistance to Change

269

(4)

Individual Resistance

269

(1)

Organizational Resistance

270

(1)

Overcoming Resistance to Change

271

(2)

Managing Change Through Organizational Development

273

(4)

Sensitivity Training

273

(1)

Survey Feedback

274

(1)

Process Consultation

274

(1)

Team Building

275

(1)

Intergroup Development

276

(1)

Appreciative Inquiry

276

(1)

Contemporary Issues in Organizational Change

277

(5)

Technology in the Workplace

277

(2)

Work Stress

279

(1)

Stimulating Innovation

280

(2)

Implications for Managers

282

(1)

Epilogue

283

(2)

Endnotes

285

(22)

Index/Glossary

307

Excerpts

This book was created as an alternative to the 600- or 700-page comprehensive textbook in organizational behavior (OB). It attempts to provide balanced coverage of all the key elements comprising the discipline of OB, in a style that readers will find both informative and interesting. I'm pleased to say that this text has achieved a wide following in short courses and executive programs, and in traditional courses as a companion volume with experiential, skill development, case, and readings books. It is currently used at more than 500 colleges and universities in the United States, Canada, Latin America, Europe, Australia, and Asia. It's also been translated into Spanish, Portuguese, Japanese, Chinese, Dutch, Polish, Turkish, Danish, and Bahasa Indonesian. RETAINED FROM THE PREVIOUS EDITION What do people like about this book? Surveys of users have found general agreement about the following features. Needless to say, they've all been retained in this edition. Length.Since its inception in 1984, I've tried diligently to keep this book in the range of 325-350 pages. Users tell me this length allows them considerable flexibility in assigning supporting materials and projects. Balanced topic coverage.Although short in length, this book continues to provide balanced coverage of all the key concepts in OB. This includes not only traditional topics such as personality, motivation, and leadership; but also cutting-edge issues such as emotions, trust, work/life balance, workplace spirituality, and knowledge management. Writing style.This book is frequently singled out for the fluid writing style and extensive use of examples. Users regularly tell me that they find this book "conversational," "interesting," "student friendly," and "very clear and understandable." Practicality.This book has never been solely about theory. It's about using theory to better explain and predict the behavior of people in organizations. In each edition of this book, I have focused on making sure that readers see the link between OB theories, research, and implications for practice. Absence of pedagogy.Part of the reason I've been able to keep this book short in length is that it doesn't include review questions, cases, exercises, or similar teaching/learning aids. This book continues to provide only the basic core of OB knowledge, allowing instructors the maximum flexibility in designing and shaping their courses. Integration of globalization, diversity, and ethics.As shown in Exhibit A, the topics of globalization and cross-cultural differences, diversity, and ethics are discussed throughout this book. Rather than being presented in stand-alone chapters, these topics have been woven into the context of relevant issues. Users tell me they find that this integrative approach makes these topics more fully part of OB and reinforces their importance. Comprehensive supplements.While this book may be short in length, it's not short on supplements. It comes with a complete, high-tech support package for both faculty and students. This includes a comprehensive instructor's manual and Test Item File; a dedicated Web site ( www.prenhall.com/robbins ); an Instructor's Resource CD-ROM, including the computerized Test Item File, instructor's manual, and PowerPoint slides; and the Robbins' Self-Assessment Library, which provides students with insights into their skills, abilities, and interests. These supplements are described in detail later in this Preface. NEW TO THE EIGHTH EDITION This eighth edition has been updated in terms of research, examples, and topic coverage. It is also one chapter shorter than the previous edition. New material in this edition includes: Expanded coverage of globalization and workforce diversity (Chapter 1) Working in networked or